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Cash flow, creativity, and compassion are not mutually exclusive™
Just like a personal reputation, a brand relies on how its perceived by others in order to determine success or failure. That loyalty will boost a brand exponentially, increase word of mouth and save the company’s butt in times of crisis. When you build up enough strong brand equity with your loyal fan base, they are more willing to forgive when you make mistakes. Look how Jet Blue recovered when they had some massive delay issues due to winter storms a few years ago: they had built up so much goodwill that their “brand bank account” could take the hit.
If you are consistent and authentic with your brand, you can rely on others to evangelize for you and stand by you when the chips are down.
As an entrepreneur, you also need to rely on others to build a strong business. I don’t care if you are a solopreneur: you can’t do it alone. You need legal advice, marketing expertise, accounting skills. It doesn’t make sense to try to master it all when you cannot. We all have skills gaps and it’s the smart entrepreneur who knows when to seek out the right help to go further than he/she could alone.
In this lesson, I talk about how my “tribe” was an essential part of my recovery from a freak brain aneurysm. Even an independent gal like me had to learn to ask for help, accept support and rely on others if I was ever going to get back on my feet again. It’s true in business – and it’s true in life: no one is an island.
Where do you seek outside expertise and objectivity in your business? Can you let go enough to really allow it to take off?
BACKSTORY TO THE SEVEN LESSONS: What do recovering from a brain aneurysm and branding have in common? Quite a bit, it turns out. Recently, I got the wonderful opportunity to share my dramatic story at a Women Business Owners luncheon and I promised I’d post the lessons here for everyone. This is a seven-post series.
Accepting who you are and what you can deliver is an essential part of building a strong brand. If you can’t walk your talk and deliver on your brand promise, then customers will see right through you and it will catch up to you eventually. Sure, you can create short-term spikes of interest, convince someone, somewhere that your company is something else – but brand loyalty is built brick by brick through consistently delivering what you promise, through everything you do, say and show.
Lesson #2 from my recent Women Business Owners chat is about embracing that authenticity. A brand should play to your strengths, but you need to get real about what your company can and will do (and what it can’t and won’t do). It’s all well and good to want to be hip, cool and cutting-edge, but if you can’t deliver that, then don’t try to dress things up. There are so many markets and needs out there – find what works for you and for your audience and deliver that with everything you’ve got.
What is your authentic strength or mission that guides your brand and marketing efforts?
BACKSTORY TO THE SEVEN LESSONS: What do recovering from a brain aneurysm and branding have in common? Quite a bit, it turns out. Recently, I got the wonderful opportunity to share my dramatic story at a Women Business Owners luncheon and I promised I’d post the lessons here for everyone. This will be a seven-post series. Click here to learn more and view Lesson #1: FOCUS.
Cash flow, creativity, and compassion are not mutually exclusive™
What do recovering from a brain aneurysm and branding have in common? Quite a bit, it turns out. Recently, I got the wonderful opportunity to share my dramatic story at a Women Business Owners luncheon and I promised I’d post the lessons here for everyone. This will be a seven-post series.
In 2008, at the age of 35 and shortly after starting my own business, I was struck down by a ruptured brain aneurysm. Miraculously, my husband was home that day and got the ambulance there in a hurry. Doctors found the bleeding and stopped it just in time. After spending 6 weeks in the hospital and many more months in recovery, I was able to get back on my feet, back to my business and to “reboot” my life.
But there have been challenges along the way. I still have some issues and I had to adapt the way I live and work. I ironically started to see that some of the lessons I teach my branding clients are the same ones that got me through recovery, rehab, and many of the psychological and cognitive effects I faced.
I am also working on a book about this amazing journey and how it reframed not only how I approach my life, but my work, my business and my relationships. All good stuff for us busy, crazed and stressed-out business owners out there!
With humor and insight, here is my first lesson that applies to both overcoming adversity and building an irresistible business: FOCUS. (View the video here.)
How can you apply this lesson to your business? Who is your ideal customer?
Cash flow, creativity, and compassion are not mutually exclusive™
I am seeing more and more evidence that bigger companies do not get what small, strappy entrepreneurs have figured out. The way we need to reach, connect and attract customers has fundamentally changed.
Recently, I got to speak to two good friends who are both marketing execs at Silicon Valley tech companies. Their stories sounded identical. They have crafted plans that include a lot of awareness activity via social media, content creation, blogs, video, etc. And while some people get it, others still want them to do the “old” lead generation stuff”: events, email offers, etc. And we’re talking about some of the most forward-thinking companies in the tech industry.
Marketing and branding is much more complex than it was even 5 years ago. The old ways of “generating leads for sales” do not cut it anymore. Now, you absolutely need to build a thought leadership and expert brand (especially if you are B2B). You need to have a viewpoint, a philosophy, a personality. You need to connect with the real human beings making the buying decision on a personal and conversational level. People are out there, doing research and searching the Web. You need more than just your home page to come up if you want to make your sales numbers.
A must-read for any business owner, entrepreneur, c-level exec or marketing professional is Content Rules How to Create Killer Blogs, Podcasts, Videos, eBooks and Webinars (& More) That Engage Customers and Ignite your Business (Ann Handley and CC Chapman): It’s a how-to book on how to create effective content through various media, such as podcasts, video, blogs, etc. But the reason I think execs and CEO’s need to read it is that they need to understand the new paradigm, which the book explains very well. They may not need the nuts and bolts of how to do do it (leave that to their marketing teams) but the book provides ample case studies (including a whole section on B2B) about how this strategy impacts long-term success and sales.
It used to be that a differentiated brand strategy was to promote yourself as an advocate, expert and though leader. Now, it is a brand imperative. If you want to create a relationship with customers long before they are ready to buy so that you are top of mind, you absolutely have to start marketing your business in this way.
Practically speaking, what does that mean? If you are a hair salon, it means you need to provide content on the latest styles, proper hair care, how to protect your hair from sand and sun in the summer, and which products are best for which hair type. You could create content around trends, celebs, do’s and don’ts and hairstyles for any occasion. If you are a business ;lawyer, you need to do what my lawyer (and client) Equinox Business Law is doing: Michelle provides a monthly business seminar on all sorts of topics: branding, succession planning, real estate – and then tags on the legal perspective in dealing with those issues. She also reuses such content in her monthly newsletter.
The book has tons of case studies and I highly recommend it. If you are not ready for this paradigm shift in the market, I don’t care what size company you are or what industry you’re in: you will get left behind.
Cash flow, creativity, and compassion are not mutually exclusive™
That calendar meeting stares at you like an accusing parent. You said you would make the time, Maria. You said you were going to clear your schedule and focus on me. And here I am again, being shoved to the following week.
Admit it. You’ve had this conversation with yourself. It’s the time you carved out of your week/month/quarter/year to focus on your brand and marketing strategy. The time you were going to devote to better articulate your benefits for stronger communications; to laser-target on your ideal customer so you could stop trying to be all things to all people and spinning your wheels; to hone that succinct and delicious elevator pitch; to focus your marketing activities on a few efforts done RIGHT rather than throwing your money away on things that don’t work.
But you get so busy in your business, the first thing to go is the time you devote to work ON your business.
Well, I’m done. Are you?
This April and May I am offering 3 Brand Strategy Retreats: San Francisco, CA: April 28; Kirkland, WA: May 18; Downtown Seattle, WA: May 25
Our motto: Make the Time. Focus on the Strategy. Execute Flawlessly. No. excuses, no distractions. For 4 hours, I will lock 12 lucky entrepreneurs into a comfy, funky conference room to get schooled in branding, positioning and marketing, doing exercises IN CLASS that I do with my full-time clients. You will have 4 delicious hours working on your brand strategy, focusing on your ideal customer, honing your elevator pitch and clarifying what makes your business unique – all with my advice, resources and objective feedback from the group. Bring any question you have. Pick my brain.
My goal is that you leave with a brand strategy that will attract rabid fans, differentiate your company, and save you time and money on marketing activities that work.
Heck, I may even join you as I work on my own planning….
Three dates. Twelve people per location only so you gotta reserve your spot pronto. This is to keep it custom and interactive. Don’t delay….or you know you will never make the time if you don’t commit!
Think you don’t have the power/budget/influence to make change happen on a large scale? Think again.
I absolutely devoured Chip and Dan Heath’s latest book, Switch. I was a huge fan of their book Made to Stick, which presented a framework for how to create messages that people remember, engage with and act upon. Switch kind of does the same thing for change: it provides a framework for how to make lasting changes in our companies, in our communities, and in our own lives. It is such a hopeful book if you have any cause, movement or even corporate change you are trying to influence – no matter how much power or budget you have.
The conflict, they claim, arises in the conflict between our analytical brain, AKA “The Rider” and our emotional brains, AKA ”The Elephant.” The book gives example after example of how “…everyday people—employees and managers, parents and nurses—have united both minds and, as a result, achieved dramatic results.”
From the book:: “If you want to change things, you’ve got to appeal to both. The Rider provides the planning and direction, and the Elephant provides the energy. So if you reach the Riders of your team but not the Elephants, team members will have understanding without motivation. If you reach their Elephants but not their Riders, they’ll have passion without direction. In both cases, the flaws can be paralyzing. A reluctant Elephant and a wheel-spinning Rider can both ensure that nothing changes. But when Elephants and Riders move together, change can come easily.”
Direct the Rider
The Heaths talk about how your analytical brain needs to have clear, concise direction in order to move forward. Ambiguity is not the Rider’s friend and the more precise you can be, the better the Rider can get going. For example, they talk about how malnutrition was improved in a third world country by “finding the bright spots” – the places where things seem to be going right – and adopting one specific behavior across villages in the entire country.
You also need to “Script the Critical Moves” and “Point to the Destination". These are all appeals to our Riders.
Motivate the Elephant
This is something we try to do with clients. All the facts and figures may not be enough to convince someone to make a change. But if you also appeal to emotion and can bring the change to life for them, you can more easily ease resistance. Sometimes people need to see, feel, and touch something before they will buy into it. Sometimes they won’t like a particular product name we recommend until we can bring it to life in a logo concept, or show it emblazoned on a t-shirt.
One example from the book is about a mid-level manager who kept trying to convince higher-ups that the company was spending way too much through too many different suppliers and needed to cut costs. No one heeded his spreadsheets. So he tackled one specific problem (Directed the Rider): safety gloves. He had an intern collect gloves from all the different manufacturing departments and find out how much each had paid for them. He then labeled each pair with the price tag – and often found the exact same pair cost one department triple the cost because of lack of centralized purchasing power – and dumped them all on a conference room table. he invited management to a meeting and when they arrived, they were met with the sight of over forty pairs of gloves with varying price tags on them. It was emotional and powerful. And with that one action, he was able to move through the costs savings measures he had proposed..
The book talks about this step involving “Finding the feeling”, “Shrinking the Change” and Growing Your People.”
Shape the Path
The last step is to shape the path, or the environment, to make the change go down easier. This also involves making habits easier to adopt and using positive peer pressure as motivations. One book example talked about improving some horrendous customer service scores at a call center. The company decided to remove the automated voicemail pick-up system, which meant call center employees HAD to pick up the phones and help customers. Seems obvious, but it worked. By changing the environment, they enabled people to step up and make the change they needed and service scores improved. I loved that the book mentions this concept that we judge people and things by the environment they are in: “My employee is lazy because he won’t fill out his expense reports” or “Jane is rude to customers so she’s horrible with people.” But sometimes, when all you shift is the environment, things are not always what they seem and people seem to magically transform. It’s why we love shows like Supernanny and Dog Whisperer – because it seems like magic that they can instantly transform a “bad” dog or a “bad” child with just a shift in a few external elements.
The book breaks this down into “Tweak the Environment”, “Build Habits” and “Rally the Herd.”
If you sign up their website, you can have access to tons of free resources, including a great Switch one-pager that delves into each of the 3 steps of the framework mentioned above. I highly recommend this one, folks. It’s another awesome read.
Cash flow, creativity, and compassion are not mutually exclusive™
It’s funny how entrepreneurs and employees alike get caught up in the tactical details of their business on a daily basis, but when faced with the ultimate question – why do you do what you do – they seem to freeze up. My theory is that a lot of the meaning behind the company mission is so “feelings-based” that we often find it hard to articulate it in the right words.
I help clients copywrite their mission and vision statements only after we think though the Brand Strategy. Why? The mission and vision become much more clear as you move through the branding process. As you think about your company’s reason for being, your goals, the image you want to project, and the people you serve, you begin expanding your definition of what you want your company to be. I find just talking to a business owner and asking, “Why did you start this business?” can yield the seeds of a mission or vision statement. They use certain words or phrases over and over again. As you think through the Brand Strategy, certain themes that consistently emerge will be strong clues to your mission and vision.
The mission and vision not only help you keep the end in mind at all times, they will also inspire your customers –and your employees. Yes, we know your primary goal is to make money, but customers and employees want to connect with your business on a deeper level. They want to know their buying choices and work efforts are relevant to a higher goal. This motivates people and helps them form loyal connections.
So what is a Mission statement?
Your mission statement is a precise definition of what your organization does on a daily basis and what you want to accomplish. It should describe the business you’re in and provide a definition of why the organization exists. Try and keep this to one or two sentences in length. Some example mission statements:
“Make flying good again” (Virgin America)
“Our mission: to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.” (Starbucks)
“The mission of Southwest Airlines is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.” (Southwest Airlines)
“To provide effective means for the prevention of cruelty to animals throughout the United States” (ASPCA)
“Women for Women International provides women survivors of war, civil strife and other conflicts with the tools and resources to move from crisis and poverty to stability and self-sufficiency, thereby promoting viable civil societies. We’re changing the world one woman at a time” (Women for Women International)
Small businesses can create a mission statement so inspiring they may not require a vision statement. But if you have a loftier goal in mind for the future of your company, then a vision statement is a great way to frame that.
Articulating the Vision
Rebecca Rodskog of Future Leader Now helps organizations create cultures where people can thrive and do their best work. As an experienced change management consultant and personal development professional, Rebecca is often tasked with crafting vision and mission statements for complex projects, so companies don’t lose sight of the end goal. She also creates mission and vision statements for individuals. Rebecca advises clients who are creating a vision statement to ask themselves: “What is your ideal preferred future?” and be sure to:
– Draw on the beliefs, mission, and environment of the organization.
– Describe what you want to see in the future.
– Be positive and inspiring.
– Don’t assume the system will have the same framework as it does today.
– Be open to dramatic modifications to current organization, methodology, teaching techniques, facilities, etc.
Ask yourself:
Where will my company be in the long term? Will it be the premier provider of a particular product or service? Will it be in the top ten international players in a particular market?
What is the ultimate “to-be” state for my company?
You may not require an actual vision “statement”, as long as you can paint a clear, compelling picture that drives the business forward. These could be ideals or lofty goals that rally the internal troops and help customers connect with you. Below you’ll find sample vision statements from several companies. You’ll note these contain ambitious visions that go beyond day-to-day operations and the specific market spaces in which these organizations play today. They paint a picture of an ideal future if the business does well:
Women for Women International envisions a world where no one is abused, poor, illiterate, or marginalized; where members of communities have full and equal participation in the processes that ensure their health, well-being and economic independence; and where everyone has the freedom to define the scope of their life, their future, and strive to achieve their full potential. (Women for Women International)
I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the Moon and returning him safely to the Earth. (President John F. Kennedy, 1961)
Coca Cola’s vision statement is actually a multi-part credo:
People: Be a great place to work where people are inspired to be the best they can be.
Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and satisfy people’s desires and needs.
Partners: Nurture a winning network of customers and suppliers, together we create mutual, enduring value.
Planet: Be a responsible citizen that makes a difference by helping build and support sustainable communities.
Profit: Maximize long-term return to shareowners while being mindful of our overall responsibilities.
Productivity: Be a highly effective, lean and fast-moving organization.
In summary, your mission is what drives you on a day-to-day basis. It’s the reason your product or service is in existence, and it defines the “why” behind the thing you’re creating. Your vision is the end state: what you ultimately want your company to become and the impact you want to have on your customers and the world.
Your mission and vision create the framework and inspiration your organization and its employees need to be successful. An old Japanese proverb eloquently states the important symbiotic relationship between vision and action: Vision without action is a daydream. Action without vision is a nightmare.
*This post was adapted from my book, Branding Basics for Small Business. Check out the juicy 2nd edition with new case studies, fresh advice on everything from content marketing to networking and expert insights from the likes of Alexandra Franzen, Mike Michalowicz, Ann Handley, Sarah Von Bargen and more!
Want step-by-step guidance to craft your mission and vision statement, as well as your entire brand and marketing plan? Then check out Momentum PRO, a self-guided and stress-free course that will guide you, step-by-step, through everything you need to promote your work and build your fan base with more ease, joy and impact.
Cash flow, creativity, and compassion are not mutually exclusive™
Healing the Corporate World. Doesn’t that just sound inspiring? It sure did to me, when Maria Gamb and her book of the same name recently crossed my path. Maria reached out to me when she saw a promotion I ran for my book and we promptly connected over being first time authors – and sharing the same name.
So who is Maria Gamb? She’s a former Fortune 500 trailblazer who served for twenty-plus years as an executive in businesses valued at upwards of 100 million dollars. Today, she is founder, CEO, and “Chief Change Agent” of NMS Communications, where she helps executives and entrepreneurs alike lead profitable, innovative businesses A leadership expert, Maria Gamb, launched her first book this past October. Healing The Corporate World: How Value-Based Leadership Transforms Business From the Inside Out. It will soon be available in digital format.
Her passion is to help businesspeople transform themselves and find their happiness, success and fulfillment. Maria is a native New Yorker, animal lover, avid cook and total foodie (all of which we also have in common!)
RS: Welcome, Maria!Seems to be a huge trend of entrepreneurship going on in our world today. Why?
MG: I think there are several reasons why entrepreneurship is on the rise: One, job cuts and the lack of new work have fostered the opportunity for many to take action on the dreams they’ve long held close to their chest. Two, some are done with the frustrations of the corporate arena and believe they can do it better. So rather than complaining they are taking action. Three, there are those who realize that they want to be more in control of their financial stability since the existing establishments haven’t proven to be as secure as the past. And finally, four, they just have a great idea they know they want to get out into the world.
The reasons for entrepreneurship vary but the economic issues of the past few years have been a huge catalyst for sure.
RS: What do you see as the fundamental challenge with the way corporate America operates today?
MG: Fundamentally, one of the issues within corporations is that they are often times wrapped in fear. Fear is the easiest and most concise word to use. Fear of changing direction. Fear of expanding or moving into something new. Fear that they may fail. Fear of doing something beyond the status quo. These fears are magnified in their people and how they operate with one another every single day.
During President Obama’s State of Union address recently he spoke about the need for innovation and newness in business. That this, in fact, will bring about new jobs for American workers. It does take a measure of bravery by the organization, the leaders at the top, cooperation of middle management and the people within. Without a doubt, it’s a matter of saying “we’re all in this together” rather than “let me just think about me and what I have or want”.
This is only one of the major shifts that need to occur. Many reading this will say “OK, but that doesn’t work where I work. So I’m out of luck”. Well, this may be true in one regard – perhaps those around you are not willing to shift.
So I would respond by asking what that person is doing within their own sphere of influence to foster their team to work beyond their own fear and perceived limitations to become a positive utopia within what may be a less-than-ideal situation. You see, it all starts with one or two people making the decision to shift their own way of working, then others follow. That’s what creates a movement. My book Healing The Corporate World goes into this in greater detail and extends this invitation to the reader.
RS: I love the idea of focusing on your own “sphere of influence” rather than trying to boil the ocean; reminds me of the principles in Seth Godin’s book, Linchpin. So how do you define ‘leadership’? How do we know it when we see it?
MG: Plain and simply put, the correct definition of a “leader” is a person who is in service to others. Yes, service. Not a doormat. But in service to the people around them. How we know that this person is truly a leader is ask a few questions:
Do they care more about those they lead or themselves?
Are they committed to the enrichment and achievement of others?
Are they constantly seeking ways to grow, expand and create more opportunities for others? Which can mean jobs but may also mean advancement.
There are several other attributes of a powerful leader. But this is a good starting point. Remember, a great leader inspires, nurtures, provides vision and advancement to others. That’s what the “service” part of the definition truly means. When you have a person who can do these things, others follow them with enormous loyalty.
RS:What is your key piece of advice for developing our own leadership potential within ourselves?
MG: Being a leader is very much a journey of recognizing who you are, what motivates you and putting down your ego to allow others to shine. I offer these 3 points:
Be willing to put down your own “stuff” and “need to be right” all the time. It only shows your insecurity when you do.
Be willing to partner with others. Otherwise you’ll be a leader in isolation. And well, that’s not a leader at all it’s just someone talking to themselves.
Operate from a set of values that you hold dear. Then never compromise your actions. Those around you are always watching to see – do you mean what you say? Yes? Then take the actions that follow that no matter what. This builds trust.
Cash flow, creativity, and compassion are not mutually exclusive™
In our personal lives, we ask the first question a lot: Why did this tragic event happen to me? Why do I have to suffer fools? Why does it always rain when I forget my umbrella?
But as professionals, business owners, entrepreneurs and executives, we bring this same attitude to work with us:
Why would anyone publish my book?
Why would anyone buy this product?
Why would new clients sign on with me?
Who am I to change the way companies buy software?
Why would I start a business based on passion instead of profit?
Here’s my question back to ‘ya: Why not you?
I have always felt this question deeply on the personal side. After all, why should you NOT be the one in the car accident/struck down with an illness/caught in the rain? I suffered a brain aneurysm and almost died and not once did I ask, “Why me?” What makes me so special that it should be someone else suffering instead of me? Asking “Why me?” seems to me an incredibly selfish and fruitless waste of time.
What if you upended the question and asked “Why not you?” Just think about that. Why shouldn’t you make money pursuing your passion? Why shouldn’t you be the one to transform the way cupcakes are made? Why shouldn’t you publish your great story for others to read? Why shouldn’t you offer a unique service that no one has ever done before? Why shouldn’t you create a racy brand in a boring category? WHY. NOT. YOU?
Asking “Why not?” instead of “Why?” instantly changes the conversation. It goes from self-doubt to birthright; from impossible to completely realistic; from “I could never…” to “Damn straight, I will!”
Take the chance. When others say, “Who are you to change things?,” say, “Why shouldn’t I be the change maker?” When the industry seems to demand that all the players look and sound alike, ask, “Why shouldn’t we build a unique, quirky brand?” Southwest Airlines, Apple, Virgin America, MOO, DRY Soda – all of these companies had execs who didn’t ask, “Who are we to rock the boat and create such a radically different brand?” They had execs who created the brand they believed in and asked, “Why the hell not?”
Cash flow, creativity, and compassion are not mutually exclusive™
Run, don’t walk and pick up a copy of Seth Godin’s latest delight, Linchpin. It’s a super easy read with a powerful message – and you need this message whether you run your own business or work for someone else. It is absolutely changing (and validating) how I approach my work.
Seth is essentially calling us to “be artists”: whether you are a product designer for Apple or a waitress. It’s not about the slog of punching a clock, or working for the man, or putting yourself on autopilot until 5 pm. What the world needs now are creative problem solvers. They are the ones who will achieve job security because they will make themselves indispensable. They will not be order takers, but change makers who innovate in countless ways big and small without being asked or “paid to.” He talks about our cultural shift from an industrialized workforce to an artistic workforce.
The beauty of this is that it applies no matter what your job. Bringing artistry to your work does not mean you have to work in paints or clay. It is the barista who sees you coming and immediately has your regular coffee drink ready at the bar, thus delighting you and starting your day off right. She may be working for $9 bucks an hour, but she has just made herself indispensable by being an artist. Is it in her job description to do this? Heck no. But her passion to make you happy, to overdeliver, to humanize the transaction has now created a loyal customer – and I would bet, given her more back in return in job satisfaction and appreciation.
We’ve often heard the phrase, “If you’re going to be a trash collector, be the best damn trash collector you can be.” There is nobility in that. And the world needs more of it.
For me, it comes down to caring about your work and being the best (blank) you can be by creating, problem solving and innovating. if you have a knack for taming angry customers and turning them around, that is an art. if you can lead a meeting effectively so all attendees leave motivated, aligned and clear on direction, that is an art. If you can brighten every person’s day who steps on your bus, that is an art. You can change one person’s life, viewpoint, mood or business by acting in this way. You can change the world.
Thinking about all of this, I wanted to see what my own artistic work manifesto would be. My personal and business mission is “To engage, inform and delight.” But what does that really mean day to day? Here goes –and would be interested to hear what yours might be as well:
I will delight clients by articulating their mission and brand in exactly the way they desire, so they get goosebumps and shout, “Yes! That’s it! That’s is what I’ve been trying to say and could never find the right words!”
I will care more about their business than even they might by always giving honest and candid feedback – even if that means extra work or losing the account.
I will touch and inspire every partner or client I work with by showing passion, energy and kindness during our time together. I will treat people well.
I will connect people that can help each other just because it’s the right thing to do, not because I get anything from it.
I will teach others how to think about their business as a mission that enriches lives in some way and not just a widget-producing factory solely after profits – and I will show them that passion and profit are not mutually exclusive.
I will surprise people by remembering their interests or our conversations and send them an article, press lead or whatever just to show I care.
I will seek to work with clients who are passionate about their business and avoid those who I can clearly see will suck the energy out of me and my team. This will keep us positive, motivated and give us “mindspace” to delight the clients who are worth it – even if this means less money for the year.
I will continue to write and tell stories that inspire, provoke thought, inform or even just entertain, whether on via my blogs, my books or my speaking engagements,
What is your artistic manifesto? Please share in the Comments!
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